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	<title>PMServicesNW &#187; Leadership</title>
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		<title>Leadership – Theory J</title>
		<link>http://www.pmservicesnw.com/2010/07/leadership-theory-j/</link>
		<comments>http://www.pmservicesnw.com/2010/07/leadership-theory-j/#comments</comments>
		<pubDate>Thu, 29 Jul 2010 13:05:56 +0000</pubDate>
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				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory j]]></category>

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By: Ray Myers, Jr., PMP
Strict Japanese Style:

Employment is for life
Layoffs are rare
Promotions are slow
Emphasizes job rotation
Group decision making
Informal control—relies on trust and goodwill
Shared responsibility
Organizational concern for professional and personal life

About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com
Article [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership &#8211; Theory A</title>
		<link>http://www.pmservicesnw.com/2010/07/leadership-theory-a/</link>
		<comments>http://www.pmservicesnw.com/2010/07/leadership-theory-a/#comments</comments>
		<pubDate>Wed, 28 Jul 2010 12:49:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory a]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=358</guid>
		<description><![CDATA[







By: Ray Myers, Jr., PMP
Strict American Style:

Little job security—frequent layoffs
Rapid promotions
Specialization
Managers make decisions
Explicit organizational control
Responsibility assigned on an individual basis
Little concern for worker’s personal life

About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com
Article source: www.pmservicesnw.com
&#169;2010 PMServicesNW. All Rights [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>3 Keys to Project Leadership</title>
		<link>http://www.pmservicesnw.com/2009/09/3-keys-to-project-leadership/</link>
		<comments>http://www.pmservicesnw.com/2009/09/3-keys-to-project-leadership/#comments</comments>
		<pubDate>Sat, 12 Sep 2009 22:38:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Improving Project Management Skill]]></category>
		<category><![CDATA[Project Management Training Program]]></category>
		<category><![CDATA[Transfer Of Training]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=666</guid>
		<description><![CDATA[So what is Project Leadership? Is it task lists? Is it Gantt charts? Schedules? People stuff?
The answer is YES, all of the above, and much more. But the simple way to explain it is in 3 words: results, relationships, and expectations.
To elaborate, project leadership is managing results and relationships to satisfy expectations.
The results of the [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Performance Management – How to run Effective One-to-ones</title>
		<link>http://www.pmservicesnw.com/2009/09/performance-management-%e2%80%93-how-to-run-effective-one-to-ones/</link>
		<comments>http://www.pmservicesnw.com/2009/09/performance-management-%e2%80%93-how-to-run-effective-one-to-ones/#comments</comments>
		<pubDate>Mon, 07 Sep 2009 21:05:08 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Teams]]></category>
		<category><![CDATA[effective one on ones]]></category>
		<category><![CDATA[Performance management]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=635</guid>
		<description><![CDATA[Managing the performance of each of their Team Members is one of the main accountabilities of the Manager. The goal is that each Team Member will achieve the desired performance and will continually improve and develop. The People Management process to achieve this is the regular one-to-one performance management meeting. This is not the annual [...]]]></description>
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		<item>
		<title>Leadership Styles</title>
		<link>http://www.pmservicesnw.com/2009/09/leadership-styles/</link>
		<comments>http://www.pmservicesnw.com/2009/09/leadership-styles/#comments</comments>
		<pubDate>Fri, 04 Sep 2009 07:19:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership styles]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=387</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
Rita Mulcahy states that project management is heavily dependent on managing people.  She continues and recommends that the project manager must determine the most appropriate leadership style for the needs of the project or for whatever part of the project manager is involved in.  Some leadership styles are:
Directing &#8211; Telling others [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership – LMX Theory</title>
		<link>http://www.pmservicesnw.com/2009/08/leadership-lmx-theory/</link>
		<comments>http://www.pmservicesnw.com/2009/08/leadership-lmx-theory/#comments</comments>
		<pubDate>Sat, 29 Aug 2009 05:56:38 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership LMX Theory]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=385</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
Leader Member Exchange
 Leaders create “in-groups”

Leaders establish special relationships with the in-group
In-group subordinates receive higher performance ratings
In-groups have less turnover
In-groups have greater satisfaction with their leader
In-group members are trusted
Get a disproportionate amount of the leader’s attention
More likely to receive special favors

Others fall into “out-groups”

Members in the out-group get less of the leader’s [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Leadership – Theory Z</title>
		<link>http://www.pmservicesnw.com/2009/08/leadership-theory-z/</link>
		<comments>http://www.pmservicesnw.com/2009/08/leadership-theory-z/#comments</comments>
		<pubDate>Sat, 29 Aug 2009 05:43:25 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory z]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=372</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The Americanized Japanese style of management believes that people are:

Self motivated
Loyal
Characteristics
Long term, semi-permanent employment
Workers are participative
Workers perform many and varied tasks
Emphasizes job rotation and generalization
Continuously trains workers
Managers trust workers
Managers are typically coaches
Workers have input into decision-making process
Conflict resolved with discussion, collaboration and negotiation
Frequent performance appraisals
Slow promotions

By William Ouchi
About the Author: Ray [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2009/08/leadership-theory-z/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership &#8211; Theory Y</title>
		<link>http://www.pmservicesnw.com/2009/08/leadership-theory-y/</link>
		<comments>http://www.pmservicesnw.com/2009/08/leadership-theory-y/#comments</comments>
		<pubDate>Sat, 29 Aug 2009 05:36:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory y]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=366</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The Theory Y manager makes certain assumptions:

Participative style
Soft style
Assumes motivation is the need to fulfill social, esteem, self-actualization and security
Workers are creative and eager to work
Workers respond to favorable working conditions
Workers desire responsibility
Workers see work as a natural activity
Assumes work is as natural as play or rest
Strong desire to participate in decision [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership – Theory X</title>
		<link>http://www.pmservicesnw.com/2009/08/leadership-theory-x/</link>
		<comments>http://www.pmservicesnw.com/2009/08/leadership-theory-x/#comments</comments>
		<pubDate>Sat, 29 Aug 2009 05:31:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory x]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=364</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The Theory X manager makes certain assumptions:

Workers dislike work
Workers avoid responsibility
Workers receive security from paycheck
Workers only respond to coercion, control and direction
Autocratic style
Hard style
Assumes the only motivation to work is money
Assumes workers dislike and avoid work
Threats and disciplinary action used to motivate
Threats of punishment or firing
Authoritarian

By Douglas McGregor, 1960
About the Author: [...]]]></description>
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